Project managers rarely dictate deadlines, but team members might still blame the messenger when they’re feeling crunched, says Murray Duke, PMP, project management o;ce governance and systems, AIG Technologies, Tokyo, Japan.
A regulatory audit of a recent software infrastructure project found the organization needed
to add some additional functionality to one of its
products. But the traditional life cycle for that
implementation wouldn’t meet the audit deadline.
So the project was fast-tracked out of necessity, Mr.
Duke says. Before convening the team to outline
the herculean task ahead of them, he
scheduled a lengthy chat with the project sponsor.
“Getting the right management buy-in and support made it easier to stress
to the engineers that the urgency was
coming from the top and not just from
an overly aggressive project manager,”
Spelling out the business case for the
shorter launch—or the rami;cations of
a missed deadline—also can quell team
resistance to longer days and shorter
Keep in Mind: If the team is grumbling
because they’re already stretched thin
on other projects, management buy-in also can help clear some of the
competing tasks holding the team
back. “Become an enabler for faster
delivery by freeing up the team to
focus on this project,” Mr. Duke says.
“You might be able to negotiate with
other teams to shift or delay work on
other projects, for example.”
Speed Bump: Shorter schedules create grumbling.
Accelerate: Showcase senior leader support.
it easier to stress to the
engineers that the urgency
was coming from the top.”
—Murray Duke, PMP, AIG Technologies, Tokyo, Japan